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 DIGITAL
MARKETING
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 Eighth Edition

DIGITAL
MARKETING
Dave Chaffey
Fiona Ellis-Chadwick

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A catalogue record for the print edition is available from the British Library
Library of Congress Cataloging-in-Publication Data
Names: Chaffey, Dave, 1963- author. | Chadwick, Fiona, author.
Title: Strategy, implementation and practice / Dave Chaffey, Fiona Ellis
Chadwick.
Description: Eighth Edition. | Hoboken, NJ : Pearson, [2022] | Includes
bibliographical references and index. | Summary: “Digital marketing has
transformed how businesses and other organisations communicate with
their audiences. Consumers now have access to a much wider choice of
entertainment, products, services and prices from different suppliers
and a more convenient way to select and purchase items. Organisations
have the opportunity to expand into new markets, offer new services,
interact with audiences in new ways and compete on a more equal footing
with larger businesses. Marketers working within these organisations
have the opportunity to develop new skills and to integrate these new
tools to improve the competitiveness of the company”-- Provided by
publisher.
Identifiers: LCCN 2021049493 (print) | LCCN 2021049494 (ebook) | ISBN
9781292400969 (Paperback) | ISBN 9781292400990 (eBook) | ISBN
9781292401003 (ePub)
Subjects: LCSH: Internet marketing. | Strategic planning.
Classification: LCC HF5415.1265 .C455 2022 (print) | LCC HF5415.1265
(ebook) | DDC 658.8/72--dc23/eng/20211207
LC record available at https://lccn.loc.gov/2021049493
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Cover design: Kelly Miller Cover image: molotovcoketail/DigitalVision Vectors/Getty Images

Print edition typeset in 10/12 pts and Sabon MT Pro by Straive Print edition printed in Slovakia by Neografia
NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION
Brief contents

Preface xiii
About the authors xxiv
Acknowledgements xxvi

Part 1 Digital marketing fundamentals 2

1 Introducing digital marketing 4

2 Online marketplace analysis: micro-environment 45
3 The digital macro-environment 92

Part 2 Digital marketing strategy development 134

4 Digital marketing strategy 136

5 Digital branding and the marketing mix 189
6 Data-driven relationship marketing using digital platforms 233

Part 3 Digital marketing: implementation and practice 282

7 Delivering the digital customer experience 284

8 Campaign planning for digital media 347
9 Marketing communications using digital media channels 393
10 Evaluation and improvement of digital channel performance 461

Glossary 494
Index 523
Publisher’s Acknowledgements 531
Contents

Preface xiii Case study 1 Boo hoo: learning from Boo.com –

About the authors xxiv the largest European dot.com failure and the
Acknowledgements xxvi success of Boohoo.com 37
Summary 42
Exercises 42
Part 1 Self-assessment exercises 42
Digital marketing Exam and discussion questions 43
fundamentals 2 References 43
Weblinks 44

1 Introducing digital marketing 4 2 Online marketplace analysis:

Learning objectives and topics 4 micro-environment 45
Introduction: how has digital marketing Learning objectives and topics 45
transformed marketing? 5 Introduction to online marketplace analysis 46
How will this text help me? 5 Customer journeys and the online marketplace 46
What is digital marketing? 5 Situation analysis for digital marketing 47
Paid, owned and earned media 6 The digital marketing environment 48
Context – the 7Ds of digital marketing 8 Digital marketing insight 2.1
Digital marketing goals and strategy 9 Resources for analysing the online marketplace 50
Goals of digital marketing 9 Customers: understanding how they interact
Direct-to-consumer communications and with digital markets 52
e-commerce 12 Digital marketing insight 2.2
Key challenges of digital communications 14 From share of search to share of searches –
Digital marketing insight 1.1 evaluating search marketing effectiveness 55
Social commerce – how much do social Customer analysis to understand the digital
networks influence purchase? 14 consumer 56
Introduction to digital marketing strategy 15 Demand analysis and conversion marketing 58
Key features of digital marketing strategy 15 Implications for marketing planning:
Business and revenue models 16 conversion models 58
Different forms of functionality of digital presence 16 Customer choice and digital influence 60
Challenges in developing and managing digital Customer characteristics 62
marketing strategy 17 Social media and emotions 65
A strategic framework for developing a digital Personas 66
marketing strategy 18 The buying process 67
Digital marketing audiences and buyer behaviour 21 Competitor analysis 70
Benefits of digital media 22 The shape and nature of online competitive markets 71
Digital devices and digital platforms 27 Competitor analysis and benchmarking techniques 73
Digital platforms 28 Suppliers, publishers, intermediaries and
Digital media 28 influencers 76
Introduction to digital marketing communications 28 Publishers 76
Key communications concepts for digital marketing 31 Intermediaries 77
Digital data 34 New channel structures 77
Digital marketing technology 35 Digital business models 79
viii Contents

Digital revenue models 80 Exercises 130

Digital publisher and intermediary revenue models 81 Self-assessment exercises 130
Forecasting revenue for an online business 82 Exam and discussion questions 130
Case study 2 Creating the beauty that moves References 130
the world 84 Weblinks 133
Summary 87
Exercises 87
Self-assessment exercises 87
Part 2
Exam and discussion questions 88 Digital marketing strategy
References 88 development 134
Weblinks 91

3 The digital macro-environment 92 4 Digital marketing strategy 136

Learning objectives and topics 92 Learning objectives and topics 136
Introduction to macro-environment forces 93 Introduction 137
The rate of environment change 95 What is a digital marketing strategy? 138
Technological forces 96 Digital marketing strategy as a channel marketing
A short introduction to digital technology 96 strategy 138
URL strategy 97 Which digital marketing activities should have focus? 139
Web standards 99 Why are a digital marketing strategy and digital
Selecting a martech stack for a business 99 transformation needed? 141
Cybersecurity, blockchain and digital currencies 101 Digital marketing insight 4.1
Digital marketing insight 3.1 Is a digital marketing strategy needed in the
The main website security risks 102 post-digital world? 142
Emerging technologies 105 Challenges of managing digital marketing 143
Assessing the marketing value of technology How to structure a digital marketing strategy 145
innovation 105 Situation analysis 148
Legal forces 108 Internal audits of digital marketing 148
Legal activities can be considered unethical 108 Customer research 150
1 Data protection and privacy law 108 Digital marketing insight 4.2
Digital marketing insight 3.2 Consumer profiles: segmenting digital audiences 150
Understanding cookies and the cookieless future 112 Resource analysis 152
2 Disability and discrimination law 115 Competitor analysis 153
3 Brand and trademark protection 115 Intermediary analysis 153
4 Intellectual property rights 116 Assessing opportunities and threats 153
5 Contract and distance-selling law 118 Setting goals and objectives for digital
6 Online advertising law 118 marketing 154
Social forces 119 The online revenue contribution 156
Social exclusion 119 Setting SMART objectives 157
Digital minimalism and digital addiction 120 Frameworks for objective setting 158
Digital marketing insight 3.3 Strategy formulation for digital marketing 160
Digital minimalism and digital addiction 120 Decision 1: Market and product development
Economic forces 122 strategies 162
Market growth and employment 122 Decision 2: Business and revenue models
Economic disruption and the COVID-19 pandemic 123 strategies 164
Political forces 124 Decision 3: Target marketing strategy 165
Political action and control 125 Decision 4: Positioning and differentiation strategy
Internet governance 126 (including the marketing mix) 168
Taxation 126 Decision 5: Customer engagement and social
Tax jurisdiction 127 media strategy 171
Case study 3 Social media and the changing face of Decision 6: Multichannel distribution strategy 172
celebrity influencers 127 Digital marketing insight 4.3
Summary 129 Retail digital channels and mixed-mode buying 173
 Contents ix

Decision 7: Multichannel communications strategy 174 People, process and physical evidence in a
Decision 8: Online communications mix and budget 176 digital marketing context 218
Organisational issues of strategy implementation 177 People 219
Assessing different digital initiatives including Process 221
marketing technology 178 Physical evidence 222
The online lifecycle management grid 180 Case study 5 Spotify streaming develops new
Case study 4 ASOS shifts the focus of high-street revenue models 223
retailing to enhance the customer experience 181 Summary 226
Summary 184 Exercises 227
Exercises 185 Self-assessment questions 227
Self-assessment exercises 185 Exam and discussion questions 227
Exam and discussion questions 185 References 227
References 186 Weblinks 232
Weblinks 188
6 Data-driven relationship marketing
5 Digital branding and the using digital platforms 233
marketing mix 189 Learning objectives and topics 233
Learning objectives and topics 189 Introduction 234
Introduction 190 Concepts of data-driven customer relationship
What is the marketing mix? 190 marketing 236
Digital branding 192 Digital marketing insight 6.1
Success factors for online branding: brand The goals of marketing orchestration 238
advocacy 196 The challenge of customer engagement 239
Success factors for online branding: brand Benefits of using marketing automation to
identity 196 support customer engagement 239
Success factors for online branding: brand Customer lifecycle management strategy 241
names for online brands 197 Permission marketing 242
Product in a digital marketing context 198 Profiling leads with lead scoring and lead grading 246
1 Options for varying the core product Defining contact strategies 249
(online) 199 Data-driven marketing techniques 252
2 Options for offering digital products 200 Personalisation and mass customisation 252
3 Options for changing the extended product 201 Applying artificial intelligence and Big Data to
Digital marketing insight 5.1 support data-driven marketing 253
Zoom freemium products 201 Artificial intelligence for marketing 254
4 Conducting research online 202 Using data analysis and targeting techniques to
5 Speed of new product development 203 increase customer loyalty and value 258
6 Speed of new product diffusion 203 Determining what customers value 258
Price in a digital marketing context 205 The relationship between satisfaction and loyalty 259
Digital marketing insight 5.2 Measuring the voice of the customer in digital
Beauty Pie has created a luxury brand at discount media 260
prices 206 Using measures to differentiate customers by
1 Increased price transparency 207 value and engagement 261
2 Price uncertainty 208 Lifetime value modelling 262
3 Innovative pricing approaches 209 Product recommendations and propensity
4 Alternative pricing structure or policies 211 modelling 268
Place, channels and distribution in a digital Using social media to improve customer loyalty
marketing context 211 and advocacy 269
1 Place of purchase 212 What is social media marketing and why is it
2 New channel structures 214 important? 271
3 Channel conflicts 214 What are the main social media platforms? 272
4 Virtual organisations 215 Social media activities requiring management 273
Promotion and social media in a digital Case study 6 Buffer: from idea to paying business
marketing context 216 customers in seven weeks 275
x Contents

Summary 278 Virtual reality and augmented reality 327

Exercises 279 Content design and auditing 329
Self-assessment exercises 279 Managing and testing content 332
Exam and discussion questions 279 Online retail merchandising 333
References 279 Evaluating the impact of service quality on
Weblinks 281 e-loyalty 334
Tangibles 336
Part 3 Reliability and responsiveness 337

Digital marketing: Assurance 337

Empathy 337
implementation and practice 282 Multichannel customer service preferences 338
The relationship between service quality, customer
7 Delivering the digital customer satisfaction and loyalty 338
experience 284 Case study 7 Refining the online customer
experience at i-to-i.com 339
Learning objectives and topics 284
Summary 342
Introduction 285
Exercises 342
Structure of this chapter 285
Self-assessment exercises 342
Creating effective digital experiences 285
Exam and discussion questions 342
Planning website, app design and redesign
References 343
projects 288
Weblinks 346
Who should be involved in a digital experience
project? 291
Prototyping 292 8 Campaign planning for
Digital marketing insight 7.1 digital media 347
Success factors for delivery 293 Learning objectives and topics 347
Agile software development 293 Introduction 348
Initiation of a digital experience project 295 The structure of this chapter 348
Domain name registration 295 The characteristics of digital media 349
Selecting a hosting provider 296 1 From push to pull 350
Website performance optimisation 296 2 Interactive dialogues 351
The availability of the website 298 3 From one-to-many to one-to-some and
Defining site or app requirements 298 one-to-one 351
Business requirements 300 4 From one-to-many to many-to-many
Usability requirements 301 communications 352
Digital accessibility requirements 304 5 From ‘lean-back’ to ‘lean-forward’ 352
Personalisation 305 6 The medium changes the nature of standard
Localisation and cultural customisation 307 marketing communications tools such as
Reviewing competitors’ websites 309 advertising 353
Designing the information architecture 310 7 Increase in communications intermediaries 354
Card sorting 311 8 Integration 354
Blueprints 312 9 Timing of campaign communications has
Wireframes 312 additional ‘always-on’ and real-time marketing
Landing pages 315 components 354
Designing the user experience 316 Digital marketing insight 8.1
Elements of digital experience design 317 #OpenYourWorld shares individual’s views 355
Site navigation schemes 319 Step 1. Goal setting and tracking for interactive
Mobile design requirements and techniques 321 marketing communications 356
A. Responsive web design (RWD) 322 Terminology for measuring digital media 357
B. Adaptive design 323 Examples of digital campaign measures 362
C. Accelerated Mobile Pages (AMP) 323 Campaign response mechanisms 363
D. Progressive web apps (PWAs) 324 Online response mechanism 364
E. Native mobile apps 324 Digital marketing insight 8.2
The Internet of Things 326 What’s in a hashtag – #!? 366
 Contents xi

Step 2. Campaign insight 367 Affiliate marketing 424

Customer insight for digital marketing campaigns 367 Advantages and disadvantages of affiliate marketing 426
Step 3. Segmentation and targeting 368 Best practice in planning and managing affiliate
Step 4. Big idea, offer, message development marketing 427
and creative 372 Online sponsorship 428
Which factors affect campaign effectiveness? 373 Digital display advertising 429
Content marketing 374 What is digital display advertising? 429
Step 5. Budgeting and selecting the digital Advantages and disadvantages of display advertising 431
media mix 377 Best practice in planning and managing display
1 Level of investment in digital media techniques in ad campaigns 434
comparison to offline promotion 377 Digital messaging including email marketing and
2 Selecting the right mix of digital media mobile messaging 437
communications tools 379 What is email marketing? 437
Digital marketing insight 8.3 Opt-in email options for customer acquisition 438
Campaign tracking in Google Analytics 380 Opt-in email options for prospect conversion and
3 Level of investment in digital assets 385 customer retention (house list) 438
Step 6. Integration into overall media schedule Digital marketing insight 9.4
or plan 385 SEAT combines email with display advertising
Key activities in media selection and planning 385 to increase awareness 438
Case study 8 Global Action Plan: campaigning Advantages and disadvantages of email marketing 439
for a better world 388 Best practice in planning and managing email
Summary 390 marketing 440
Exercises 390 Mobile text messaging and mobile push
Self-assessment exercises 390 notifications 442
Exam and discussion questions 390 Social media and viral marketing 443
References 391 Viral marketing 444
Weblinks 392 Advantages and disadvantages of social media
and viral marketing 446
9 Marketing communications using Best practice in planning and managing viral
digital media channels 393 marketing 449
Learning objectives and topics 393 Digital marketing insight 9.5
Introduction 394 Is social media ‘mostly a waste of time’ and an
How is this chapter structured? 394 ‘infantile delusion’? 450
Digital marketing insight 9.1 Offline promotion techniques 450
How balanced is your referrer mix? 396 Advantages and disadvantages of using offline
Search engine marketing 397 communications to support e-commerce 451
What is SEO? 400 Incidental and specific advertising of the online
Advantages and disadvantages of SEO 403 presence 452
Best practice in planning and managing SEO 403 Case study 9 Smart Insights: how content strategy
Digital marketing insight 9.2 fuels inbound marketing to grow an online
Is SEO a zoo of Pandas and Penguins? 405 B2B service 452
Digital marketing insight 9.3 Summary 456
Reviewing the links into a site 410 Exercises 457
Paid search marketing 410 Self-assessment exercises 457
Advantages and disadvantages of paid search Exam and discussion questions 458
marketing 412 References 458
Best practice in planning and managing paid search Weblinks 460
marketing 414
Digital public relations and influencer 10 Evaluation and improvement
relationship management 417 of digital channel performance 461
What is digital or online public relations? 417 Learning objectives and topics 461
Advantages and disadvantages of online Introduction 462
public relations 419 Performance management for digital channels 463
Best practice for online public relations and IRM 419 Creating a performance management process 464
Digital partnerships including affiliate marketing 424 Defining the performance metrics framework 465
xii Contents

Tools and techniques for collecting insight, running Who owns the process? 482
processes and summarising results 469 Who owns the content? 483
Using Google Analytics to evaluate and improve Who owns the format? 483
digital marketing 469 Who owns the technology? 484
How is Google Analytics data recorded? 469 Case study 10 Learning from Amazon’s culture
Applying Google Analytics reports and measures 470 of metrics 485
Digital marketing insight 10.1 Summary 491
Focus on measuring social media marketing 474 Exercises 492
Marketing research using the internet and digital Self-assessment exercises 492
media 478 Exam and discussion questions 492
Questionnaires and surveys 479 References 492
Focus groups 480 Weblinks 493
Mystery shoppers 480
Content management process 480
Glossary 494
How often should content be updated? 481
Index 523
Responsibilities for customer experience and
Publisher’s Acknowledgements 531
site management 482

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Preface

Digital media and technology, an opportunity and a threat

Digital marketing has transformed how businesses and other organisations communicate
with their audiences. Consumers now have access to a much wider choice of entertainment,
products, services and prices from different suppliers and a more convenient way to select and
purchase items. Organisations have the opportunity to expand into new markets, offer new
services, interact with audiences in new ways and compete on a more equal footing with larger
businesses. Marketers working within these organisations have the opportunity to develop
new skills and to integrate these new tools to improve the competitiveness of the company.
In Chapter 1 we introduce the 7Ds of digital marketing to highlight the many factors that
contribute to effective digital marketing. The 7Ds are digital goals and strategy, digital audi-
ences, digital devices, digital platforms, digital media, digital data and digital technology.
These can be used, alongside traditional marketing techniques, to get closer to audiences than
ever before. Throughout the text we emphasise the importance of integrating the 7Ds, such
that digital marketing is not treated in isolation but aligned with marketing and business strat-
egy, while offering opportunities to impact strategy through new revenue and business models.
At the same time, the internet and related digital technology platforms give rise to many
threats to organisations. For example, online companies such as ASOS and Zalando (cloth-
ing); Amazon (retail); Spotify (music) and Booking.com and Expedia (travel) have captured
a significant part of their market and struck fear into the existing players. Many consumers
now regularly use social networks such as Facebook, Instagram, LinkedIn, Snapchat, TikTok
and Twitter as part of their daily lives, with the majority of access via smartphones. Engag-
ing these consumers is an ongoing challenge but, as we will see, companies such as those
above have taken advantage of these opportunities to interact with customers and evaluate
these interactions, and this has helped them develop as worldwide brands.
Throughout this text we highlight the potential of digital data, analytics and insight to
learn more about customers and their interactions, and customise marketing propositions
and communications to increase relevance and response. We show that a data-driven or
insight-driven marketing approach offers many advantages, but that organisations must
carefully consider the implications for customer data privacy and security.

Management of digital marketing

With the success stories of companies capturing market share following the rapidly increas-
ing adoption of the internet by consumers and business buyers, it is a prerequisite that all
organisations must have an effective online presence to prosper, or possibly even survive!
What Michael Porter said in 2001 is still valid today:
The key question is not whether to deploy Internet technology – companies have no choice
if they want to stay competitive – but how to deploy it.

What are the marketing communications techniques that businesses need to master to make
effective use of digital marketing? The proliferation of new media channels, digital tech-
nologies and interaction options has given a challenge of understanding, prioritising and
xiv Preface

Table P.1 The RACE planning framework for managing key activities for integrated digital marketing across the
customer lifecycle

Plan Reach Act Convert Engage

Create a digital Increase awareness, Generate interactions Achieve sales online Encourage customer
marketing strategy or drive website, mobile and leads or offline loyalty and advocacy
transformation plan and social media visits

1.1 Situation review 2.1 Media effectiveness 3.1 Customer journey 4.1 Retargeting 5.1 Customer
(Chapters 2 and 3) review effectiveness (Chapters 6 and 9) onboarding
(Chapters 8 and 10) (Chapter 7) (Chapters 6 and 7)

1.2 Set vision and 2.2 Search marketing 3.2 Data profiling 4.2 Personalisation 5.2 Customer
objectives, evaluate (Chapter 9) (Chapter 6) (Chapter 7) experience
(Chapters 4 and 10) (Chapter 7)

1.3 Strategy 2.3 Earned and 3.3 Content 4.3 Mobile 5.3 Customer
(Chapters 4–8) owned media marketing experiences service
(Chapters 6–9) (Chapter 8) (Chapter 7) (Chapter 7)

1.4 Segmentation 2.4 Paid media 3.4 Landing pages 4.4 Multichannel selling 5.4 Email marketing
(Chapters 4 and 6) (Chapter 9) (Chapter 7 and 8) (Chapter 4) (Chapters 6 and 9)

1.5 Value proposition 2.5 Acquisition plan 3.5 Content strategy 4.5 Conversion rate 5.5 Social media
and brand (Chapters 8 and 9) and campaign plan optimisation marketing
(Chapters 4 and 5) (Chapter 8) (Chapters 7 and 10) (Chapters 6 and 9)

Source: Chaffey (2021)

managing many new digital communications techniques. To help summarise these at a top
level of the customer lifecycle or classic marketing funnel, Chaffey (2021) defined the RACE
planning framework shown in Table P.1. RACE planning defines a structure of 5 : 5 = 25 key
digital marketing techniques that need to be harnessed in most organisations to fully exploit
digital marketing to reach, interact with, convert and engage online audiences across the
customer lifecycle, from generating awareness, conversion to sale (online and offline) and
retention and growth of customers. RACE also emphasises the need to plan to create a
coordinated, integrated approach to digital marketing, which is integrated with other com-
munications activities. Many of the activities across RACE are introduced in Chapter 1
as ‘always-on’ lifecycle communications, meaning businesses need to ensure that they can
optimise their capabilities to achieve the RACE goals shown in the second row of Table P.1.
For larger organisations, Table P.1 provides a summary of activities that need to be managed
as part of digital transformation programmes, which review the innovation across people,
process, tools and measures needed to increase competitiveness.
The table shows the range of different marketing activities or operating processes needed
to support acquiring new customers through communicating with them on third-party web-
sites and social media, attracting them to a company website, mobile app or social network
and converting interest into leads and sales, and then using online customer communica-
tions to encourage further purchases and advocacy. You can see that applying social media
and content marketing is a part of RACE that can be deployed to support many activities,
and therefore is one of the key management challenges in digital marketing, so we consider
approaches to managing social media and content marketing throughout the text, with a
focus in Chapters 6, 8 and 9. Applying digital platforms as part of multichannel marketing to
integrate customer journeys between traditional and digital media is also a major challenge
and a theme throughout this text. Management processes related to governance of digital
marketing include planning how digital marketing can be best resourced to contribute to
the organisation and integrated with other marketing activities. The increased adoption of
digital marketing also implies a significant programme of change that needs to be managed.
New objectives need to be set, new communications strategies developed and staff developed
through new responsibilities and skills.
 Preface xv

Digital marketing – new skills required?

The aim of this text is to provide you with a comprehensive guide to the concepts, techniques
and best practice to support all the digital marketing processes shown in Table P.1. This
text (the structure of which is shown in Figure P.1) is based on emerging academic models
together with best practice from leading adopters of digital media. The practical knowledge

Figure P.1 Structure of the text

Part 1
Chapter 1
FUNDAMENTALS Introducing
digital
marketing

Chapter 2
Chapter 3
Online market
The digital macro-
place analysis:
environment
micro-environment

Part 2 Chapter 4
STRATEGY Digital
marketing
strategy

Chapter 5 Chapter 6
Digital branding Data-driven
and the relationship
marketing mix marketing

Part 3 Chapter 7
IMPLEMENTATION Delivering the
AND PRACTICE digital customer
experience

Chapter 8 Chapter 9 Chapter 10

Campaign Marketing Evaluation and
planning for communications improvement of
digital media using digital digital channel
media channels performance
xvi Preface

developed through reviewing these concepts and best practice is intended to enable gradu-
ates entering employment and marketing professionals to exploit the opportunities of digital
marketing while minimising the risks.
Specifically, this text addresses the following needs:

• To know to what extent digital technology and media changes existing marketing models
and how new models and strategies can be applied to exploit the medium effectively.
• How to best integrate and align digital marketing with business and marketing strategies
and communications, including dedicated digital transformation programmes and digital
marketing strategies where necessary.
• Marketing practitioners need practical digital marketing skills to market their products
effectively. Knowledge of the jargon – terms such as ‘marketing automation’, ‘click-
through’, ‘cookie’, ‘uniques’ and ‘page impressions’ – and of effective methods of site
design and promotion such as search engine marketing will be necessary, either for direct
‘hands-on’ development of a site or to enable communication with other staff or agencies
that are implementing and maintaining the site.

The text assumes some existing knowledge of marketing in the reader, perhaps developed
through experience or by students studying introductory modules in marketing fundamen-
tals, marketing communications or buyer behaviour. However, basic concepts of marketing,
communications theory, buyer behaviour and the marketing mix are outlined.

Summary of changes for the eighth edition

The acclaimed structure of previous editions has been retained since this provides a clear
sequence to the stages of strategy development and implementation that are required to plan
successfully for digital marketing in existing and startup companies.
The main changes made for the eighth edition, based on feedback from reviews and our
close monitoring of the trends and latest developments, are:

• Increased coverage and examples of data-driven marketing techniques including digital

analytics, artificial intelligence and machine learning.
• Updated examples of deploying organic and paid social media.
• Simplified chapter introduction pages blending learning objectives and topics.
• Increased diversity within case studies and mini case studies to feature more startup and
not-for-profit businesses.
The main innovations included in the chapters are as follows.

Chapter 1 – Introducing digital marketing

• The 5Ds of digital marketing extended to 7Ds to emphasise the importance of goal set-
ting, strategy and customer insight.
• New and updated visuals to introduce and explain digital marketing concepts and
options. Overall, this edition has over 50 new or updated figures and tables.

Chapter 2 – Online marketplace analysis: micro-environment

• Table 2.1 updated to include the latest customer research tools and sources for students
to use in their assignments.
• New research on share of searches and examples of keywords.
• New mini case study on how social media influencers can shape our opinions.
 Preface xvii

• New activity on B2B social network LinkedIn.

• New digital marketing competitor benchmarking framework based on RACE.

Chapter 3 – The digital macro-environment

• Increased focus on marketing technology and AI and reduced introductory content on

‘how the web works’.
• New mini case study covering Bitcoin and marketing applications of blockchain.
• New digital marketing insight covering digital minimalism and digital addiction.
• Updates to legislation related to digital marketing and coverage of the ‘cookieless future’.

Chapter 4 – Digital marketing strategy

• New digital marketing insights box exploring: ‘Is a digital marketing strategy needed in
the post-digital world?’
• New section and figure on completing a digital marketing capability review.

Chapter 5 – Digital branding and the marketing mix

• New focus on digital branding.

• New research and examples on each part of the marketing mix added.

Chapter 6 – Data-driven relationship marketing using digital

platforms

• New section on data-driven marketing covering Big Data, AI and machine learning, and
analysis techniques including lead scoring and lead grading with a mini case study illus-
trating the concept. Chapter restructured to emphasise this, with social media marketing
moved to the end and now including social media monitoring.
• New figures explaining how email marketing and social media can be used to support
marketing activities across the customer lifecycle of Reach, Act, Convert and Engage.
• New case study showing how a startup business – B2B social media sharing service Buffer –
has used data-driven marketing to grow the business.

Chapter 7 – Delivering the digital customer experience

• Options of cloud-based hosting and website hosting introduced. Google Core Web Vitals
added.
• Usability and digital accessibility updated with new Voice of the Customer examples and
McGovern’s ‘top tasks’ methodology.
• Updates of new IoT and AR applications including addition of classical literature on VR,
AR and mixed reality.

Chapter 8 – Campaign planning for digital media

• New coverage and research covering balance between brand-building and brand-response
campaigns and how digital media can facilitate this.
• Case study on Facebook replaced by not-for-profit Global Action Plan, which campaigns
for environmental improvements.
• Updated figures recommending an integrated campaign timeline and best media types
for different campaign budgets.
xviii Preface

Chapter 9 – Marketing communications using digital media

channels

• Best practices recommendations updated, particularly for organic and paid search. New
mini case added on advertising in TikTok.
• New case study on using analytics to review media effectiveness at Smart Insights.

Chapter 10 – Evaluation and improvement of digital channel

performance

• More practical coverage of Google Analytics, including a student activity reviewing the
main reports in the Google Analytics Demo Accounts for Universal Analytics and GA4.
• Short section and mini case study added on Voice of Customer research.

Table P.2 In-depth case studies in Digital Marketing, 8th edition

Chapter Case study Themes

1 Introducing digital Boo hoo: learning from Boo. Business and revenue model,
marketing com – the largest European proposition, competition, objectives
dot.com failure and the success and strategies, risk management.
of Boohoo.com Updated to contrast with Boo.com

2 Online marketplace Creating the beauty that moves Assessing a consumer market,
analysis: the world business models, marketing
micro-environment communications

3 The digital Social media and the changing Companion vision, branding,
macro-environment face of celebrity influencers target market, communicating
the proposition, challenges and
reasons for failure

4 Digital marketing ASOS shifts the focus of high- Business models, proposition
strategy street retailing to enhance the and online product range, target
customer experience market strategy

5 Digital branding and Spotify streaming develops new Peer-to-peer services, revenue
the marketing mix revenue models models, proposition design,
strategy, competition, risk factors

6 Data-driven Buffer: from idea to paying Testing concepts and innovating

relationship marketing business customers in seven value propositions using
using digital platforms weeks data-driven marketing in a startup
business

7 Delivering the digital Refining the online customer Strategy, proposition, site design,
customer experience experience at i-to-i.com on-site search capabilities

8 Campaign planning for Global Action Plan – Exploring the campaign planning
digital media campaigning for a better world process at charity GAP, with
examples of different participation
and social-media-led campaigns

9 Marketing Smart Insights: how content Digital media channel strategy

communications using strategy fuels inbound and measurement using Google
digital media channels marketing to grow an online Analytics for a small business
B2B service

10 Evaluation and Learning from Amazon’s culture Strategy, measurement, online

improvement of digital of metrics marketing communications,
channel performance personalisation approach
 Preface xix

The structure and content of this text

The text is divided into three parts, each covering a different aspect of how organisations
use the internet for marketing to help them achieve competitive advantage. Table P.3 shows
how the text is related to established marketing topics.

Part 1 Digital marketing fundamentals (Chapters 1–3)

Part 1 relates the use of the internet to traditional marketing theories and concepts, and
questions the validity of existing models given the differences between the internet and
other media.

• Chapter 1 Introducing digital marketing considers using the internet as part of customer-
centric, multichannel marketing; it also reviews the relationship between internet market-
ing, digital marketing, e-commerce and digital business, and the benefits the internet can
bring to adopters; and outlines differences from other media and briefly introduces the
technology.
• Chapter 2 Online marketplace analysis: micro-environment reviews how digital media
and technology changes the immediate environment of an organisation, including the
marketplace and channel structure. It describes the type of situation analysis needed to

Table P.3 Coverage of marketing topics in different chapters

Topic 1 2 3 4 5 6 7 8 9 10

Advertising ✓ ✓

Branding ✓ ✓ ✓ ✓

Consumer behaviour ✓ ✓ ✓ ✓ ✓ ✓

Channel and market structure ✓ ✓ ✓ ✓

Communications mix ✓ ✓ ✓

Communications theory ✓ ✓ ✓

Customer service quality ✓ ✓ ✓

Direct marketing ✓ ✓ ✓

International marketing ✓ ✓ ✓ ✓

Marketing mix ✓ ✓ ✓ ✓

Marketing research ✓ ✓ ✓ ✓

Evaluation and measurement ✓ ✓ ✓ ✓ ✓ ✓

Pricing strategy ✓ ✓ ✓

Promotion ✓ ✓ ✓ ✓ ✓

Public relations ✓ ✓

Relationship marketing ✓ ✓

Segmentation ✓ ✓ ✓ ✓ ✓ ✓

Services marketing ✓ ✓

Strategy and planning ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Technology background ✓ ✓ ✓ ✓
xx Preface

support digital strategy by examining how customers, competitors and intermediaries,

and the interplay between them, can be evaluated.
• Chapter 3 The digital macro-environment reviews the impact of social, technological,
economic, political, legal and environmental influences on digital strategy and its imple-
mentation. The emphasis is on privacy and data protection regulations and managing
technology innovation.

Part 2 Digital marketing strategy development (Chapters 4–6)

Part 2 describes the emerging models for developing strategy and provides examples of the
approaches companies have used to integrate the internet into their marketing strategy.

• Chapter 4 Digital marketing strategy considers how the digital strategy can be aligned
with business and marketing strategies, and describes a generic strategic approach with
phases of situation review, goal setting, strategy formulation and resource allocation and
monitoring.
• Chapter 5 Digital branding and the marketing mix assesses how the different elements
of the marketing mix can be varied in the online environment as part of strategy
formulation.
• Chapter 6 Data-driven relationship marketing using digital platforms details strategies
and tactics for using digital communications to build and sustain ‘one-to-one’ relation-
ships with customers.

Part 3 Digital marketing: implementation and practice

(Chapters 7–10)

Part 3 of the text explains practical approaches to implementing a digital marketing strategy.
Techniques for communicating with customers, building relationships and facilitating elec-
tronic commerce are all reviewed in some detail. Knowledge of these practical techniques is
essential for undergraduates on work placements involving website, content or social media
marketing activities, and for marketing managers who are dealing with suppliers such as
design agencies.

• Chapter 7 Delivering the digital customer experience explains how an online presence
is developed to support branding and customer service quality objectives. The stages
of analysis of customer needs, design of the site structure and layout and creating the
site are covered, together with key techniques such as user-centred design, usability
and accessibility design. It also covers different service quality models used to assess
experience.
• Chapter 8 Campaign planning for digital media describes the novel characteristics of
digital media, and then considers different aspects of marketing communications that
are important for developing a successful online campaign.
• Chapter 9 Marketing communications using digital media channels covers techniques
such as banner advertising, affiliate networks, promotion in search engines, co-branding
and sponsorship, email, online PR, viral and word-of-mouth marketing, with particular
reference to social networks.
• Chapter 10 Evaluation and improvement of digital channel performance reviews methods
for assessing and improving the effectiveness of a website and digital communications
using digital analytics, with a focus on Google Analytics. The chapter briefly covers pro-
cess and tools for updating content.
 Preface xxi

Who should use this text?

Students

This text has been created primarily as the main student text for undergraduate and post-
graduate students taking specialist marketing courses or modules that cover e-marketing,
internet and digital marketing, electronic commerce and e-business. The text is relevant to
students who are:

• undergraduates on business programmes that include modules on the use of the internet
and e-commerce, including specialist degrees such as digital marketing, electronic com-
merce, marketing, tourism and accounting or general business degrees such as business
studies, business administration and business management;
• undergraduate project students who select this topic for final-year projects or disserta-
tions – this text is an excellent supporting text for these students;
• undergraduates completing a work placement in a company using the internet to promote
its products;
• students at college aiming for vocational qualifications, such as an HNC or HND, in
business management or computer studies;
• postgraduate students taking specialist master’s degrees in electronic commerce or inter-
net marketing, generic MBAs and courses leading to qualifications such as the Certificate
in Management or Diploma in Digital Marketing or Management Studies that involve
modules on electronic commerce and digital marketing.

Practitioners

Previous editions have been widely used by digital marketing practitioners including:

• marketing managers or specialists such as e-commerce managers or digital marketing

managers responsible for defining digital marketing strategy and implementing and main-
taining the company website;
• senior managers such as chief marketing officers (CMOs) and directors wishing to under-
stand the potential of digital marketing for a company and who need practical guidelines
on how to exploit this potential;
• technical project managers or webmasters who may understand the technical details of
building a site, but have a limited knowledge of marketing fundamentals and how to
develop an internet marketing strategy.

What does the text offer to lecturers teaching these courses?

The text is intended to be a comprehensive guide to all aspects of using the internet and
other digital media to support marketing. The text builds on existing marketing theories
and concepts, and questions the validity of models in the light of the differences between
the internet and other media. The text references the emerging body of literature specific
to internet marketing. It can therefore be used across several modules. Lecturers will find
the text has a good range of case studies, activities and exercises to support their teaching.
Website links are given in the text and at the end of each chapter to provide important
information sources for particular topics.
xxii Preface

Student learning features

A range of features has been incorporated into this text to help the reader get the most out
of it. Each feature has been designed to assist understanding, reinforce learning and help
readers find information easily, particularly when completing assignments and preparing for
exams. The features are described in the order in which you will find them in each chapter.

At the start of each chapter

The ‘Chapter at a glance’ page is a summary of the content for each chapter. It contains:

• Learning objectives and topics: a list relating the learning objectives to the main
sections in which they are covered in the chapter.
• Case study: an organisation is featured in the main case at the end of each chapter.
• Links to other chapters: a summary of where key concepts are also covered in other
chapters.

In each chapter

• Definitions: when significant terms are first introduced in the main text, there are suc-
cinct definitions of these terms in the margin for easy reference.
• Web references: where appropriate, web addresses are given to enable readers to obtain
further information. They are provided in the main text where they are directly relevant
as well as at the end of the chapter.
• Essential digital skills: practical ideas to boost employability by showcasing students’
interests and experiences.
• Mini case studies: short features that give a more detailed example, or explanation,
than is practical in the main text. They do not contain supplementary questions.
• Digital marketing insights: short features and examples of using research to facilitate
data-driven marketing.
• Activities: exercises that give readers the opportunity to practise and apply the tech-
niques described in the main text.
• Case studies: real-world examples of how companies are using the internet for market-
ing. Questions at the end of each case study are intended to highlight the main learning
points from the example.
• Chapter summaries: intended as revision aids to summarise the main learning points
from the chapter.

At the end of each chapter

• Self-assessment exercises: short questions that will test understanding of terms and
concepts described in the chapter.
• Exam and discussion questions: these include questions that can be set for students
or used for self-review by students. They include individual essays, topics for seminar
discussion and short questions for exams to assess knowledge about a topic.
• References: these are references to books, articles or papers referred to within the
chapter.
Note: In addition to the end of chapter material in the text, website links are hosted at
www.davechaffey.com/book-support, structured by chapter to enable students to click-
through to relevant sites. These are significant sites that provide further information on the
concepts and topics of the chapter.
 Preface xxiii

At the end of the text

• Glossary: comprehensive definitions of all key terms and phrases used within the main
text.
• Index: all key words and abbreviations referred to in the main text.

Support material

Free supplementary materials are available at Dave Chaffey’s website at www.davechaffey.

com/book-support to support all users of the text. This regularly updated website contains
advice, comment, support materials and hyperlinks to reference sites relevant to the text.
A companion website for lecturers and students is available from the publisher at go.pearson.
com/uk/he/resources. Lecturers can download an Instructor’s Manual and supporting
PowerPoint slides.

References

Chaffey, D. (2021) Introducing the RACE framework: a practical framework to improve your
digital marketing, Smart Insights blog post, 27 May, smartinsights.com/digital-marketing-
strategy/race-a-practical-framework-to-improve-your-digital-marketing (accessed August
2021).
Porter, M. (2001) Strategy and the internet, Harvard Business Review, (March), 62–78.
About the authors

Dave Chaffey BSc, PhD, FCIM, FIDM

Dave is co-founder of Smart Insights (www.smartinsights.com), an online marketing training
platform and blog providing advice and alerts on best practice and industry developments
for marketers, digital marketers and e-commerce managers. Dave’s personal blog features
a glossary and other advice created to help readers of Dave’s books, available from www.
davechaffey.com/book-support.
Dave also works as an independent digital marketing trainer and consultant. He has consulted
on digital marketing and e-commerce strategy for companies of a range of sizes from larger
organisations such as 3M, Barclaycard, Dell, HSBC, Mercedes-Benz, Microsoft and The North
Face to smaller organisations such as Arco, Confused.com, Euroffice and Scan Computers.
Dave’s passion is educating students and marketers about the latest and best practices in
digital marketing, thus empowering businesses to improve their online performance through
getting the most value from their web analytics and market insight. In other words, making
the most of online opportunities and avoiding waste.
He is proud to have been recognised in 2004 by the Department of Trade and Industry as
one of the leading individuals who have provided input and influence on the development and
growth of e-commerce and the internet in the UK for the previous ten years. Dave has also been
recognised by the Chartered Institute of Marketing as one of 50 marketing ‘gurus’ worldwide
who have helped shape the future of marketing. He is also proud to be an Honorary Fellow of
the Chartered Institute of Marketing and the Institute of Data and Marketing.
Dave has been a visiting lecturer on digital marketing and e-commerce courses at differ-
ent universities including Birmingham, Cranfield, Derby, Leeds, Manchester Metropolitan
and Warwick.
In total, Dave is author of five best-selling business books including Digital Business
and Ecommerce Management (with Tanya Hemphill and David Edmunson-Bird), Digi-
tal Marketing: Strategy, Implementation and Practice, Digital Marketing Excellence (with
P.R. Smith) and Total Email Marketing. Many of these books have been published in new
editions since 2000 and translations include Chinese, Dutch, German, Italian and Serbian.
When offline, Dave enjoys fell-running, orienteering, indie guitar music and travelling
with his family.
Dave is a volunteer at Abilitynet.org.uk helping people with disabilities, including visual
impairment, to use digital devices.

Fiona Ellis-Chadwick PhD, BSc, PGCE

Fiona Ellis-Chadwick has a successful professional business and academic career. She had
a successful commercial career in retail management before becoming an academic in 1998
and completing her PhD in 2000. Since then, she has been working on projects aiming to
advance research in the fields of digital marketing; online retail management and the digital
high street. She is currently working with central, regional and local government authorities
and leading technology and retail organisations on projects that aim to ensure the future
sustainability of UK high streets.
Additionally, as part of her academic career, Fiona is a very active researcher and inno-
vator who frequently leads the development of thought-provoking multimedia teaching
materials, bringing together her knowledge of research and business. Fiona’s work has
 About the authors xxv

been widely published in national and international journals, including Journal of Business
Research, European Journal of Marketing, International Journal of Retail Distribution &
Management, Internet Research and Journal of Retailing and Consumer Services.
Fiona is passionate about business research and education and creating value for society,
having started her working career as a young entrepreneur building a retail business. She
believes bringing management research to life is very important, especially in her current role
as Director of Impact at The School of Business & Economics, Loughborough University.

Academic profile: http://www.lboro.ac.uk/departments/sbe/staff/fiona-ellis-chadwick/

LinkedIn: https://www.linkedin.com/in/fiona-ellis-chadwick-6919136/
Acknowledgements
I am fortunate to have shared my journey of understanding how best to use digital marketing
with thousands of students and marketing professionals and I thank you for sharing your
experiences with me. I’d particularly like to thank all the practitioners who have shared their
experiences on applying digital marketing in their articles and webinars on Smartinsights.
com and past, present and future colleagues who I have enjoyed working with to develop
our digital communications at Smart Insights, in particular my co-founders Stu Miller and
Danyl Bosomworth.
Likewise, I appreciate the effort made by the digital marketing specialists who have shared
their knowledge as expert commentators on Smart Insights, including Mike Berry and
Richard Sedley (marketing strategy), Dan Barker, Ben Jesson and Pritesh Patel (analytics),
Dan Bosomworth, Paul Fennemore, Katy Howell and Marie Page (social media marketing),
Rene Power (B2B marketing), Rob Thurner (mobile marketing), Chris Soames, James Gurd
and John Newton (search marketing), Lilach Bullock (social media marketing), Mel Henson
(copywriting), Paul Rouke (usability) and Kath Pay, Tim Watson and Jenna Tiffany (email
marketing). Also to the many occasional contributors who have shared their expertise and
experiences.
The authors would like to thank the team at Pearson Education for their help in the crea-
tion of this text through many useful reviews, especially Anita Atkinson, Rufus Curnow,
Elizabeth Leight, Manoj Lodhi and Diane Jones.
As always, special thanks go to my family for supporting me in the ongoing updates and
educating me via their personal and business use of social media marketing!
Dave Chaffey
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 Part 1
Digital marketing
fundamentals
Chapter 1 introduces the opportunities and challenges of digital
marketing and explains the different types of digital marketing
platforms and media channels available to engage audiences online.
It also introduces a planning framework that can be used to structure
digital marketing strategies and campaigns. Chapters 2 and 3
provide a foundation for developing an integrated digital
marketing strategy by reviewing how the online
marketplace of an organisation can be assessed as
part of situation analysis.
1 Introducing digital marketing 4
• Introduction: how has digital marketing transformed marketing?
• Digital marketing goals and strategy
• Introduction to digital marketing strategy
• Business and revenue models
• Digital marketing audiences and buyer behaviour
• Digital devices and digital platforms
• Digital media
• Digital data
• Digital marketing technology

2 Online marketplace analysis: micro-environment 45

• Introduction to online marketplace analysis
• Situation analysis for digital marketing
• The digital marketing environment
• Customers: understanding how they interact with digital markets
• Customer choice and digital influence
• Customer characteristics
• Competitor analysis
• Suppliers, publishers, intermediaries and influencers
• New channel structures
• Digital business models
• Digital revenue models

3 The digital macro-environment 92

• Introduction to macro-environment forces
• Technological forces
• Legal forces
• Social forces
• Economic forces
• Political forces
1 Introducing digital marketing

Learning objectives and topics

After reading this chapter, you should be able to:
• Explain how the business opportunities and challenges of digital marketing can
be managed using a strategic approach
– Introduction: how has digital marketing transformed marketing?
– Digital marketing goals and strategy
– Business and revenue models
– Challenges in developing and managing digital marketing strategy
• Review the options to achieve communications goals using different types of
digital media and platforms
– Digital marketing audiences and buyer behaviour
– Digital devices and digital platforms
– Digital media
• Review how different types of marketing data and technology can be used to
improve audience experiences and support business goals
– Digital data
– Digital marketing technology

Case study
Case study 1: Boo hoo: learning from Boo.com – the largest European dot.com
failure and the success of Boohoo.com

Links to other chapters

This chapter provides an introduction to digital marketing, and the concepts

introduced are covered in more detail later in the text, as follows:

• Chapters 2 and 3 explain marketplace analysis for digital marketing planning and
managing consumer concerns such as privacy.
• Chapters 4, 5 and 6 in Part 2 describe how digital marketing strategy can be
developed.
• Chapters 7, 8 and 10 in Part 3 describe strategy implementation.
 Chapter 1 Introducing digital marketing 5

Introduction: how has digital marketing transformed marketing?

For businesses to compete effectively today, it’s essential that they use digital marketing to
support their business and marketing strategies. Each one of us now spends several hours
each day using digital media, whether we’re looking for entertainment, social interaction or
seeking new products. Brands that don’t have the right digital elements in place within their
marketing communications programmes miss out on opportunities to influence consumers
at key online touchpoints.
Digital marketing offers marketers many innovative communications techniques to reach
and engage consumers and businesses online to support their goals. Compared to traditional
media such as TV, print or cinema, these techniques may have many potential benefits. They
offer interaction, personalisation to target audience interests and in some cases, such as in
search engine or social media marketing, there may be organic options that don’t incur a
direct media cost. Yet some traditional media remain effective, and consideration of how
to integrate these is needed.
For the authors of this text, digital marketing is an exciting area to be involved with, since
it poses many new opportunities and challenges yearly, monthly and even daily. Innovation
is a given, with the continuous introduction of new technologies, new business models and
new communications approaches.
Yet, given the number of digital marketing techniques and platforms, there are many
challenges in selecting the best media to gain cut-through to reach the right audience, at the
right time, in the right place given the proliferation of digital media. The options available
change rapidly as innovations occur across the digital platforms.
In this text, we explain a strategic approach for businesses to take advantage of the
opportunities of using digital communications and digital transformation. It’s based on a
systematic process to define the opportunity (Part 1), develop strategies (Part 2) and imple-
ment digital techniques and best practices (Part 3).

How will this text help me?

To succeed in the future, organisations will need marketers, strategists and agencies with
up-to-date knowledge of how to integrate digital marketing techniques into their marketing
communications and develop new strategies to compete.
The aim of Digital Marketing is to support students and professionals in gaining and
developing this knowledge. In this text, we will show how traditional marketing models and
concepts can be applied to help develop digital marketing strategies and plans, and where
new models are appropriate. We will also give many practical examples and best practices
for applying digital marketing to effectively market an organisation’s products and services
using the internet and other digital media.

Digital marketing
The application of What is digital marketing?
digital media, data and
technology integrated
with traditional marketing Digital marketing can be simply defined as:
communications to
achieve marketing Achieving marketing objectives through applying digital media, data and technology.
objectives.

Online company
This succinct definition helps remind us that it is the results delivered by technology that
presence should determine investment in digital marketing, not the adoption of the technology! We
Different forms of online also need to remember that despite the popularity of digital devices for product selection,
media controlled by a
company including its entertainment and work, we still spend a lot of time in the real world, so integration with
website, blogs, email traditional media remains important in many sectors.
list and social media
presences. Also known as
In practice, digital marketing focuses on managing different forms of online company
‘owned media’. presence, such as company websites, mobile apps and social media company pages,
6 Part 1 Digital marketing fundamentals

Customer relationship integrated with online communications techniques introduced later in this chapter, includ-
management (CRM)
Using digital ing search engine marketing, content marketing, social media marketing, online advertising,
communications email marketing and partnership arrangements with other websites.
technologies to maximise
sales to existing
These techniques are used to support the objectives of acquiring new customers and
customers and encourage providing services to existing customers that help develop the customer relationship through
continued usage of customer relationship management (CRM). However, for digital marketing to be success-
online services through
techniques including a ful there is still a need for integration of these techniques with traditional media such as
database, personalised print, TV, direct mail and human sales and support as part of multichannel marketing
web messaging, customer
services, chatbots,
communications.
email and social media To use digital marketing effectively, many established businesses have adopted digital
marketing. transformation programmes. Analyst Brian Solis (2017) of Altimeter defines digital trans-
Digital transformation formation as:
A staged programme
of organisational The evolving pursuit of innovative and agile business and operational models – fuelled by
improvements to business
models, people, process evolving technologies, processes, analytics, and talent – to create new value and experi-
and technologies used ences for customers, employees, and stakeholders.
for integrated digital
marketing in order to The role of digital platforms in supporting integrated multichannel (omnichannel)
maximise the potential
business contribution of marketing is a recurring theme in this text, and in Chapter 2 we explore its role in supporting
digital technology, data different customer journeys on the ‘path to purchase’ through alternative communications
and media.
and distribution channels. Online channels can also be managed to support the whole
Multichannel buying process from pre-sale to sale to post-sale and further development of customer
(omnichannel) marketing
Customer communications relationships.
and product distribution We will see at the end of this chapter that content marketing has become a core integrated
are supported by a
combination of digital
modern marketing approach that involves communications across paid, owned and earned
and traditional channels media.
at different points in the
buying cycle or ‘path
to purchase’. With the
range of mobile and IoT
Paid, owned and earned media
touchpoints, some use
the term ‘omnichannel To develop a sound digital strategy today involves understanding a more complex, more
marketing’.
competitive buying environment than ever before, with customer journeys including touch-
Customer journey points in many different forms of online presence. To help develop a strategy to reach and
A description of modern influence potential customers online, it’s commonplace to refer to three main types of media
multichannel buyer
behaviour as customers that marketers need to consider today (Figure 1.1):
use different media and
touchpoints to achieve 1 Paid media. These are bought media where there is investment to pay for visitors, reach
their goals, including or conversions through search, display ad networks or affiliate marketing. Offline, tra-
selecting suppliers,
making purchases ditional media such as print and TV advertising and direct mail remain important for
and gaining customer some brands such as consumer goods brands.
support as part of the
‘path-to-purchase’.
2 Owned media. This is media owned by the brand. Online this includes a company’s own
websites, blogs, email list, mobile apps or its social presence on Facebook, Instagram,
Paid media
Also known as bought
LinkedIn or Twitter. Offline owned media may include brochures or retail stores. It’s use-
media, a direct payment ful to think of a company’s own presence as media in the sense that it is an alternative
occurs to a site owner or investment to other media and it offers opportunities to promote products using similar
an ad network when they
serve an ad, a sponsorship ad or editorial formats to other media. It emphasises the need for all organisations to
or pay for a click, lead or become multichannel publishers.
sale generated.
3 Earned media. Traditionally, earned media has been the name given to publicity gener-
Owned media
Different forms of media
ated through PR invested in targeting influencers to increase awareness about a brand.
controlled by a company Now, earned media also includes word of mouth that can be stimulated through viral and
including its website, blogs, social media marketing, and conversations in social networks, blogs and other communi-
email list and social media
presence. ties. It’s useful to think of earned media as the sharing of engaging content developed
Earned media through different types of partners such as publishers, bloggers and other influencers,
The audience is reached including customer advocates. Another way of thinking about earned media is as differ-
through editorial,
comments and sharing
ent forms of conversations between consumers and businesses occurring both online and
both online and offline. offline.
 Chapter 1 Introducing digital marketing 7

Figure 1.1 The intersection of the three key online media types

Advertising
Paid search
Display ads
Affiliate marketing
Digital signage

Paid
Atomisation Paid
media
of content placements
into ads

Digital properties Partner networks

Website(s) Publisher editorial
Blogs Owned Earned Influencer outreach
Mobile apps media media Word of mouth
Social presence Social networks

Atomisation of conversations
through shared APIs
and social widgets

You can see in Figure 1.1 that there is overlap between the three different types of media.
Application
It is important to note this since achieving this overlap requires integration of campaigns,
programming resources and infrastructure. Content on a content hub or site can be broken down (some-
interfaces times described as microcontent) and shared between other media types through widgets
Method of exchanging
data between systems powered by program and data exchange APIs (application programming interfaces) such
such as website services. as the Facebook API.

Essential digital skills Keeping up to date with digital

At the start of each chapter you will find an Essential digital skills box that has practical
ideas to improve your knowledge and tips on how to improve ‘hands-on’ digital skills,
which are recommended by employers.
In this chapter, we recommend some techniques that marketers can use to stay up to
date with developments in digital marketing and with their competitors. We recommend
you develop the following skills:

• regularly reviewing the latest trends in digital marketing techniques;

• assessing the relevance to business of new features from the main digital marketing
platforms such as Facebook and Google.

These are the techniques that Dave Chaffey uses to keep up to date with the latest
developments:

• Use Twitter Lists to get focused updates from the best websites or influencers, which
are grouped into streams. I monitor these in www.Hootsuite.com, which you can also
use to set up streams for competitors.
8 Part 1 Digital marketing fundamentals

• Use a feed reader app such as FeedlyTM to subscribe to different digital marketing
news sites. The most popular articles are highlighted to help you filter out the biggest
developments. Install Feedly and you will get recommendations of the best marketing
sites.
• Subscribe to newsletters that cover the latest platform developments and best prac-
tices, for example, EconsultancyTM, MarTechTM and Smart InsightsTM.

To audit your digital marketing skills across the RACE planning framework, use the
Smart Insights Skills Assessment tool available at http://bit.ly/smartdigiskills.

Context – the 7Ds of digital marketing

As part of defining the scope of opportunity when using a strategic approach to digital
marketing, it’s helpful to think about which digital audience interactions we need to under-
stand and manage through marketing communications. Digital marketing today is about
managing many more types of audience interaction than simply a company website or
email marketing. It involves harnessing all of these other ‘7Ds of managing digital market-
ing interactions’, which are summarised in Figure 1.2. This summarises the key concepts
and pillars supporting digital marketing that are introduced in this chapter The marketing
activities relating to the 7Ds that should be reviewed as part of a strategic approach to
digital marketing are:

• Digital goals and strategy. Reviewing what the business or brand is aiming to achieve
through using digital marketing and how well it is contributing. Considering how digital
marketing can help the business compete through digital marketing strategy to define
digital transformation needed for existing businesses, including changes to business
and revenue models, and prioritisation of always-on marketing in addition to campaign
investments.

Figure 1.2 The 7Ds or pillars supporting effective digital marketing

Digital Digital Digital Digital Digital Digital Digital

goals audiences devices platforms media data technology

Brand goals Business-to- Facebook Paid Software-as-a-

Smartphone Customer profiles
and strategy consumer Service

Amazon Owned
SMART Customer Martech including
Tablet
comms objectives Business-to- behaviours marketing clouds
business
Microsoft Earned
Always-on and
Marketing
campaign Desktop Customer value
automation
integration Websites and
Consumer-to- Google
apps
Digital consumer
Smart speaker Communications Artificial
transformation Search, social and
and in-home Apple preferences intelligence
and disruption email marketing
Business and Target markets,
Digital TV and out- Other sector- Augmented and
revenue models segments and Content marketing Big Data
of-home signage specific virtual reality
(monetisation) personas and PR
intermediaries
 Chapter 1 Introducing digital marketing 9

• Digital audiences. Understanding online audience characteristics, behaviours and prefer-

ences, summarised as personas, in order to deliver more relevant content and experiences
to different target segments, aimed at increasing interactions and so meeting business
goals within the competitive online marketplace.
• Digital devices. Understanding how our audiences interact with businesses as part of the
buying process using a combination of smartphones, tablets, laptops, desktop computers,
Internet of Things (IoT) TVs, gaming devices, smart speakers and other connected devices forming the Internet
A network of objects of Things (IoT) (see Chapter 7).
and devices at home
and at work providing • Digital platforms. Assessing the relative importance of interactions and priority for com-
sensors and connectivity munications on the major ‘digital platforms’ or online services, sometimes described by
that enable them to be
monitored and exchange the acronym ‘FAMGA’. These businesses are influential in developing the operating sys-
data with other systems. tems, browsers, apps, social networks and search engines used to mediate digital interac-
tions between businesses and consumers. Industry sectors may have their own platforms
that are important in influencing purchase, for example specialist online publishers or
comparison sites. For example, within the travel sector, TripAdvisor™ is an important
FAMGA platform, built using the infrastructure provided by different FAMGA players.
An acronym standing
for Facebook™ (which • Digital media. Prioritising the use of different communications channels for reaching and
owns Instagram™ engaging audiences that are available, including advertising, email and messaging, search
and WhatsApp™), engines and social networks, which we’ll introduce in this chapter.
•
Amazon™, Microsoft™
(which owns LinkedIn™), Digital data. Structuring and applying the insight businesses collect about their audi-
Google™ (whose parent ence profiles; their interactions with businesses now need to be protected by law in most
group Alphabet™ owns
YouTube™) and Apple™.
countries.
• Digital marketing technology. Selecting the marketing technology or martech that is used
to create interactive experiences including websites and mobile apps. Technology is also
used to support the planning, execution, optimisation, insight and reporting for digital
marketing channel activities that form marketing campaigns.

Digital marketing goals and strategy

Since digital media are enabled through technology, there is a danger that adoption of digital
marketing technology will be led by technology decisions. This risk is highlighted in the
Harvard Business Review article ‘Digital transformation is not about technology’. Tabrizi
et al. (2019) suggest that businesses will often:
Put the cart before the horse, focusing on a specific technology (‘we need a machine-
learning strategy!’) rather than doing the hard work of fitting the change into the overall
business strategy first. Not only should they align tech investments with business goals –
they should also lean more on insider knowledge than outside consultants, acknowl-
edge fears about job loss that those insiders may have, develop deep knowledge of how
changes will affect customer experience, and use process techniques borrowed from the
tech world (experimentation, prototyping, etc.) to facilitate change.

As with any strategic initiative involving investment in technology, it’s important to make
the business case and set SMART objectives, as we detail in Chapter 4 on digital strategy. In
this section we consider general benefits and applications of digital media and technology.

Goals of digital marketing

Since digital marketing should support marketing communications goals such as cus-
tomer acquisition and retention, it’s useful to consider a hierarchy of response model
for how digital media and platforms support these goals. AIDA, which stands for
10 Part 1 Digital marketing fundamentals

Awareness–Interest–Desire–Action, is the classic hierarchy of response model you are likely

Customer lifecycle
The stages each
customer will pass
through in a long-term
relationship with an
organisation, including
acquisition, retention
and extension, prompted
by digital and non-
digital communications
touchpoints.
familiar with. It was originally created to explain how individuals respond to media such
as ads. However, it doesn’t relate to the overall process of digital marketing for achieving
customer acquisition, retention and brand metric goals.
Dave Chaffey developed the RACE digital marketing framework as a simple way to set
and achieve goals across the customer lifecycle from acquisition and customer development
to customer retention.
RACE (Figure 1.3 and Preface Figure P.1; Chaffey, 2021) is a practical framework devel-
oped by Dave Chaffey to help marketers set goals, measure performance and manage
activities to improve the commercial value that their organisations gain from digital mar-
keting. RACE is an evolution of the REAN (Reach–Engage–Activate–Nurture) frame-
work originally developed by Xavier Blanc and popularised by Steve Jackson in his book
Cult of Analytics (Jackson, 2009). It is intended to help create a simplified approach
to reviewing the performance of online marketing and taking actions to improve its
effectiveness.
RACE consists of four steps designed to help engage prospects, customers and fans with
brands throughout the customer lifecycle:

• Step 1: Reach – build awareness of a brand, its products and services on other sites
and in offline media and build traffic by driving visits to web and social media
presences.
• Step 2: Act – engage an audience with the brand on its website or other online presence
to encourage them to interact with a company or other customers. In many sectors, the
aim of the Act stage is lead generation, i.e. to gain permission to market to a prospect
using email, SMS or mobile app notifications.
• Step 3: Convert – achieve conversion to generate sales on web presences and offline.
• Step 4: Engage – build customer relationships through time to achieve retention
goals.
Digital channels always work best when they are integrated with other channels so, where
appropriate, digital channels should be combined with the traditional offline media and
channels. The most important aspects of integration are, first, using traditional media to
raise awareness of the value of the online presences at the Reach and Act stages and, second,

Figure 1.3 The RACE omnichannel marketing planning framework summarising aims, activities and measures

REACH ACT CONVERT ENGAGE

Aim: Grow your audience using Aim: Prompt interactions to Aim: Achieve sales Aim: Encourage repeat
paid, owned and digital media encourage subscribers and leads online or offline business and advocacy

PROSPECTS
REPEAT
STRANGERS VISITORS or CUSTOMERS
CUSTOMERS
LEADS

Measure: Impressions and visitors
Customer acquisition activities:
Review media effectiveness
Search marketing
Owned and earned media
Paid media
Customer acquisition strategy
Measure: Leads
Customer acquisition activities:
Review media effectiveness
Customer data profiling
Content marketing strategy
Landing pages
Campaign/editorial planning
Measures: Sales
and customer satisfaction
Customer acquisition activities:
Email nurture and ad retargeting
Website personalisation
Mobile optimisation
Multichannel selling
Conversion rate optimisation
Measures: Repeat sales
and customer satisfaction
Customer retention activities:
Customer onboarding
Loyalty programmes
Customer service
Social media advocacy
Conversational messaging
 Chapter 1 Introducing digital marketing 11

at the Convert and Engage steps where customers may prefer to interact with customer
representatives.
RACE can be used as a framework to structure the goals of both integrated digital mar-
keting strategies and shorter-term campaigns, as shown by Mini case study 1.1.
We can also consider the benefits of digital marketing in supporting marketing goals by
applying the definition of marketing suggested by the Chartered Institute of Marketing
(www.cim.co.uk):
Marketing is the management process responsible for identifying, anticipating and satisfy-
ing customer requirements profitably.

This definition emphasises the focus of marketing on the customer and commercial returns.
Consider how digital marketing can be used to support these aims as follows:

• Identifying. Digital interactions give a source of customer insight and a channel for mar-
keting research to determine customers’ needs and wants (Chapters 2 and 10).
• Anticipating. Using insight gained online, digital media provide a way to target
communications in line with audience needs. The demand for digital content and ser-
vices needs to be evaluated to ensure adequate resources are delivered (as explained in
Chapters 2, 3 and 4).

Burger King® Brazil makes creative use of augmented reality (AR) by

Mini case study 1.1 ‘flaming its competitors’ ads’

Burger King’s® ‘Burn that ad’ campaign

Source: The BURGER KING® and Whopper® trademarks and images are used with permission from Burger King
Corporation. All rights reserved

The communications aim of the campaign was to drive people to download the BK app, use the AR feature
in the real world and insist on Burger King flame grilling iconic taste. With the motto ‘After all, flame grilled is
always better’, digital interactions were encouraged through a feature in the Burger King app. It integrated a
feature in its app that allowed users to scan any ad of the competition and burn it in the virtual world using
augmented reality.
Conversion to sale was encouraged since users of the feature could get a free Whopper®, encouraging
trial and future purchases. Longer-term engagement was encouraged by use of a mobile app, BK Express,
specifically developed in Brazil enabling any customer to pre-order and avoid queues. The campaign aim was
to achieve hundreds of thousands of app downloads and online voucher redemptions.
Source: The Drum (2019)
12 Part 1 Digital marketing fundamentals
Digital business or
electronic business
(e-business)
Electronically mediated
information exchanges,
both within an
organisation and with
external stakeholders
supporting the range of
business processes.
Electronic commerce
(e-commerce)
All financial and
informational electronically
mediated exchanges
between an organisation
and its external
stakeholders.
Sell-side e-commerce
E-commerce transactions
between a supplier
organisation and its
customers.
Buy-side e-commerce
E-commerce transactions
between a purchasing
organisation and its
suppliers.
Table 1.1 The 5S goals of digital marketing
Benefit of digital
marketing
Sell – grow sales
Speak – get closer to
customers
Serve – add value
Save – save costs
Sizzle – extend the
brand online
Source: Chaffey and Smith (2017)
• Satisfying. A key success factor within digital marketing is achieving customer satis-
faction through digital channels, which raises questions about the quality of customer
experience (these issues of customer relationship management are discussed further in
Chapters 6 and 7).
Chaffey and Smith (2017) suggested the 5Ss of digital marketing as a way of consid-
ering the business benefits of digital marketing. Table 1.1 shows our summary of these
benefits.
Direct-to-consumer communications and e-commerce
Prior to the option of online sales, many businesses sold through intermediaries such as
wholesalers or retailers. The internet now offers new options for direct-to-consumer (D2C)
communications and sales through e-commerce. Digital transformation projects will often
involve prioritising investments needed for transactional e-commerce as part of a move to
digital business.
Electronic commerce (e-commerce) refers to both financial and informational elec-
tronically mediated transactions between an organisation and any third party it deals
with. Thus, e-commerce involves management not only of online sales transactions, but
also of non-financial transactions such as inbound customer service enquiries and out-
bound email broadcasts, so you can argue that e-commerce is open to all online organisa-
tions. However, e-commerce is often used to refer solely to selling online, i.e. transactional
e-commerce.
E-commerce is often further subdivided into a sell-side e-commerce perspective, which
refers to transactions involved with selling products to an organisation’s customers, and
a buy-side e-commerce perspective, which refers to business-to-business transactions to
procure resources needed by an organisation from its suppliers.
How benefit is delivered Examples of typical objectives
Includes direct online sales transactions Achieve 10 per cent of sales online
and sales from offline channels influenced Increase online sales in product category by 20 per
online cent in one year
Encourage interaction online using inbound Increase website visits or social media page follow-
marketing techniques such as search and ers by 10 per cent within one year
social media marketing, and understand
audience needs
Provide content and offers to encourage Increase subscribers to newsletter by 10 per cent
interactions leading to sales within quarter
Reduce offline media spend and Reduce cost of customer acquisition by 10 per cent
customer service through using organic Reduce cost-to-serve per customer by 10 per cent
inbound marketing techniques
Reduce customer support costs by ‘web
self-service’ where customers answer
queries online
Improve the customer experience by Improve brand metrics such as brand awareness,
offering new digital value propositions, brand familiarity, favourability and purchase intent
exclusive online offers and customer
communities
 Chapter 1 Introducing digital marketing 13

Geyskens et al. (2002) suggested that digital channels can be effective in delivering incre-
mental sales compared to other channels, arguing that there are three main forms of demand
expansion for an existing company when it adopts direct internet channels. These are:
1 Market expansion. This occurs when new segments of customers are reached who did
not previously buy in a category – they give the example of Estée Lauder™, which hopes
that the Clinique.com™ site will attract customers who avoid buying at a cosmetics coun-
ter because they find the experience intimidating.
2 Brand switching. This is done by winning customers from competitors.
3 Relationship deepening. This is selling more to existing customers.

Digital marketing gives excellent opportunities to grow a business by entering new mar-
kets, as the ZalandoTM mini case study 1.2 explains for an e-commerce brand.

Zalando exploits the power of digital media and distribution to grow

Mini case study 1.2 a multi-billion-euro business in less than five years

Once a single-country startup inspired by the successful business model of Zappos.com, Zalando was founded
in 2008 by David Schneider, Rubin Ritter and Robert Gentz, with an early loan of €75,000 from German venture
capital firm Rocket Internet SE. Zalando has become a €6 billion company and Europe’s top fashion retail plat-
form. In 2008, Zalando served only Germany; five years later it was serving 15 European countries. By 2020 it
had 32 million active customers and 13,000 employees.
Now, Zalando sells over 2,500 international and local brands, including international premium brands, as well
as localised brands that are only available per country. For each of the 15 tailor-made websites per country it
serves, it includes customised shipping, payment, fashion and marketing strategies unique to the culture and
country. High-street stores have now been opened in large German cities.

The new Zalando campus in Berlin

Source: Scott Brinker

Zalando is popular and successful for many reasons, including a media, content, merchandising and locali-
sation strategy applied to each country, an effective customer satisfaction programme and focus on the mobile
14 Part 1 Digital marketing fundamentals

experience, which accounts for 80 per cent of 4 billion site visits each year. Mobile app users visit and purchase
more often and have a higher Net Promoter customer satisfaction score. Investment in a superior digital experi-
ence is a key part of Zalando’s strategy, summarised in Zalando (2020) as:

To become the starting point for fashion we aim to invest our economic surplus in our customer experience
across assortment, digital experience and convenience to drive customer satisfaction and retention.

Its Google Ads™ programme is particularly important as a method for it to gain rapid awareness in each
country it has entered, since other online media techniques such as SEO (too slow to grow an audience rapidly
in a competitive market) and social media (relatively poor at impacting online sales) can fail to gain traction in
a market. Using Google Ads and offline advertising plus the distribution infrastructure requires a significant
investment, so substantial initial backing is needed for an international e-commerce business like this, which
is evident since it took four-plus years to break even in the core regions of Germany, Austria and Switzerland.
Source: Zalando (2020) and Zalando Investor Relations website

Social commerce Social commerce is an increasingly important part of e-commerce for site owners, since
A subset of e-commerce
that encourages incorporating reviews and ratings into a site and linking to social networking sites can
participation and help understand customers’ needs and increase conversion to sale. It can also involve group
interaction of customers
in rating, selecting and
buying using a coupon service, as with Groupon™. There is much discussion over the
buying products through extent to which social media interactions between consumers directly influence sales. Digital
group buying. This marketing insight 1.1 outlines research hinting at the complexity of understanding this
participation can occur on
an e-commerce site or on relationship. We introduce social media marketing later in this chapter.
third-party sites.

Key challenges of digital communications

It is sometimes suggested by some suppliers of digital marketing services that they are
‘quick, cheap and easy’ to deploy. This is a great misconception since there are many chal-
lenges that need to be overcome when managing digital channels and campaign activities.
Think of a Google Ads campaign as an example:

• Complexity. To enable benefits such as personalisation, testing and dynamic variation

in ads through time – time has to go into configuring the campaign, although the search
engines provide defaults to enable easy setup. This requires specialist expertise either in-
house or at an agency to manage the campaign.

Social commerce – how much do social networks influence

Digital marketing insight 1.1 purchase?

Research by GWI (2020), based on a global panel, shows how social media informs
purchase decisions. It showed that younger age groups show significantly higher pro-
pensity to be influenced by social media compared to older age groups when asked to
rate their impact:

• Discover brands/product via ads on social media (31 per cent of 16–24-year-olds
compared to 19 per cent of 55–64-year-olds).
• Discover brands/products via recommendations on social media (26 per cent
compared to 15 per cent).
• Research products online via social networks (50 per cent versus 25 per cent).
• Lots of likes/good comments would increase chance of purchase (27 per cent versus
13 per cent).
• A ‘buy-button’ would increase chance of purchase (14 per cent versus 6 per cent).

Source: GWI (2020)


Introduction to digital marketing strategy
Positioning
Customers’ perception
of the product and brand
offering relative to those of
competitors.
Target marketing
strategy
Evaluation and
selection of appropriate
customer segments
and the development of
appropriate offers.
Online value
proposition (OVP)
A statement of the
benefits of online
services that reinforces
the core proposition
and differentiates from
an organisation’s offline
offering and those of
competitors.
Value proposition
The benefits or value a
brand offers to customers
in its products and
services.
Chapter 1 Introducing digital marketing 15
• Responding to competitors. Since competitors can also change their approach readily,
more resource has to be used to monitor competitor activity. Automated tools known
as bid management tools can assist with this – they will automatically check amounts
competitors are paying and then adjust them according to predefined rules.
• Responding to changes in technology and marketing platforms. Google and the other
ad-serving companies innovate to offer better capabilities for their customers. This means
that staff managing campaigns need training to keep up to date. Google offers ‘Google
Ads Qualified Professionals and Agencies’ so that companies can be certain of a mini-
mum skills level.
• Cost. Although costs can be readily controlled, in competitive categories the costs can be
high, exceeding €10 per click.
• Attention. While online paid search ads are highly targeted and there is arguably lit-
tle wastage, not everyone will view paid adverts; indeed there is a phenomenon known
as ‘banner blindness’ where web users ignore online ads. Engaging with the audience
through advertising is also a problem in social networks and other publisher sites, which
can lead to a very low rate of people clicking on ads.
The key strategic decisions for digital marketing are in common with traditional business and
marketing strategy decisions. As we will see in Chapter 4, which defines a process for devel-
oping a digital marketing strategy, customer segmentation, targeting and positioning are
all key to effective digital marketing. These familiar target marketing strategy approaches
involve selecting target customer groups and specifying how to deliver value to these groups
as a proposition of services and products. As well as positioning of the core product or
brand proposition, online development of a compelling extended product or online value
proposition (OVP) is also important (see Chapter 4, p. 170). This defines how the online
experience of a brand is delivered through content, visual design, interactivity, sharing, rich
media and how the online presence integrates with the offline presence. All of the digital
platforms referenced in this section have a clear, compelling OVP. Strategic decisions about
the future OVP a brand offers is a key part of digital marketing strategy.
Key features of digital marketing strategy
The interaction and integration between digital channels and traditional channels is a key
part of digital marketing strategy development. Digital marketing strategy is essentially
a channel marketing strategy and it needs to be integrated with other channels as part of
multichannel marketing. It follows that an effective digital marketing strategy should:
• be aligned with business and marketing strategy (for example, many companies use a
rolling three-year plan and vision), with more specific annual business priorities and
initiatives;
• use clear objectives for business and brand development and the online contribution of
leads and sales for the internet or other digital channels – these should be based on models
of the number using the channels;
• be consistent with the types of customers who use and can be effectively reached through
the channel;
• define a compelling, differential value proposition for the channel, which must be effec-
tively communicated to customers;
• specify the mix of online and offline communication tools used to attract visitors to the
company website, or interact with the brand through other digital media such as email
or mobile;
16 Part 1 Digital marketing fundamentals

• support the customer journey through the buying process as they select and purchase
products using the digital channel in combination with other channels;
• manage the online customer lifecycle through the stages of attracting visitors to the
website, converting them into customers, and retention and growth.

Business and revenue models

For established multichannel organisations, digital media offer a range of opportunities for
marketing products and services across the purchase cycle that companies need to review as
part of their digital strategy. Consider the example of a low-cost airline. Digital media and
technologies can be used as follows:

• Advertising medium. Display ads on publisher sites or social networks can be used to
create awareness of brands and demands for products or services.
• Direct-response medium. Targeted search advertising enables companies to drive visits
to a site when consumers show intent to purchase, such as searching for a flight to a
destination.
• Platform for sales transactions. Online flight booking is now the most common method
for booking flights, both for consumers and business travellers.
• Lead-generation method. For booking business flights, tools can be provided that help
identify and follow up corporate flight purchases.
• Distribution channel, such as for distributing digital products. Today, airlines sell more
insurance services than previously, for example.
• Customer service mechanism. For example, customers may ‘self-serve’ more cost-
effectively by reviewing frequently asked questions.
• Relationship-building medium. Here a company can interact with its customers to better
understand their needs and publicise relevant products and offers. For example, easyJet™
uses its email newsletter and tailored alerts about special deals to encourage repeat flight
bookings.

Different forms of functionality of digital presence

The form of digital strategy developed by a company will depend on the sector and scale of
a business. Chaffey (2015) identifies different types of digital presence and each has different
objectives and functionality that are appropriate for different markets or industry sectors.
Note that these are not clear-cut categories of websites or mobile apps, since any company
may combine these types as part of its business model, but with a change in emphasis
according to the market it serves. Increasingly, companies are using dedicated mobile apps
and company pages on social networks such as Facebook, Twitter and LinkedIn to similar
purposes. As you review websites and company social presences, note how organisations
have different parts of the site focusing on these functions of sales transactions, services,
relationship-building, brand-building, and providing news and entertainment. The five main
types of site or mobile app functions are as follows.

1 Transactional e-commerce
The website, app or social network enables purchase of products or services online and is
typical in the retail, travel and financial services sectors. Transactional platforms can also
support the business by providing customer service and information for consumers who
prefer to purchase products offline.

• Visit these examples: an end-product manufacturer such as Kia™ with an online ‘Build
your Kia’ configurator (www.kia.com/uk), or an online retailer such as Zalando™
(www.zalando.com).

Stage models
Models for the
development of different
levels of digital services.
Brochureware site
A simple site with limited
interaction with the user
that replicates offline
marketing literature.
Transactional
e-commerce sites
Sites that support online
sales.
Challenges in developing and managing digital marketing strategy
Chapter 1 Introducing digital marketing 17
2 Services-oriented relationship-building for lead-building and support
The online presence focuses on providing information to stimulate purchase and build rela-
tionships. Products and services are not typically available for purchase online. Rather, this is
typical in the business-to-business sector and for high-value or complex consumer products.
Information is provided through the website and e-newsletters to inform purchase decisions.
The main business contribution is through encouraging offline sales via generating enquiries
or leads from potential customers. Such sites also add value to existing customers by provid-
ing them with detailed information to help support them in their lives at work or at home.
• Visit these examples: B2B management consultants Accenture™ (www.accenture.com)
and B2C laser eye treatment company Optimax™ (www.optimax.co.uk).
3 Brand-building
This type of site or app provides an experience to support the brand. Products are not typi-
cally available for online purchase. The main focus is to support the brand by developing
an online experience of the brand and it is typically used for low-value, high-volume fast-
moving consumer goods (FMCG) brands for consumers.
• Visit these examples: Durex™ (www.durex.com) and Guinness™ (www.guinness.com).
4 Publisher or intermediary site
Publisher or intermediary sites such as sites for comparing brands provide news, entertain-
ment or tools and typically have an advertising or affiliate revenue model, as explained in
Chapter 2. This is information both on the site and through links to other sites. These sites
have a diversity of options for generating revenue including advertising, commission-based
sales and sale of customer data (lists).
• Visit these examples: HuffPost™ (www.huffingtonpost.com) (B2C) and Smart Insights
(www.smartinsights.com) (B2B). G2™ (www.g2.com) enables comparison of marketing
technology services based on recommendations from users.
These different types of sites tend to increase in sophistication as organisations develop
their digital marketing. In Chapters 2 and 4 we look at stage models of the development
of digital marketing services and capabilities, from static brochureware sites to dynamic
transactional e-commerce sites that support interactions with customers.
5 Social network or community
These sites or parts of sites focus on enabling community interactions between dif-
ferent consumers (C2C model). Typical interactions include posting comments and
replies to comments, sending messages, rating content and tagging content in particular
categories.
Well-known examples include Facebook, Instagram, LinkedIn, Snapchat, TikTok and
Twitter. In addition to distinct social network sites such as these, social networks can also
be integrated into other site types.
Some of the challenges in managing digital marketing strategy that are commonly seen in
many organisations (and should be managed) include:
• There are unclear responsibilities for the many different digital marketing activities
(shown in Figure P.1 in the Preface).
• No specific objectives are set for digital marketing.
18 Part 1 Digital marketing fundamentals
Digital disruptors
Innovations in digital
media, data and
marketing technology that
enable a change to a new
basis for competition in a
market or across markets.
Disruptors are also
used to refer to startup
or existing companies
that, through their agility,
are good examples of
impacting competitors
through disruption.
• Insufficient budget is allocated for digital marketing because customer demand for online
services is underestimated and competitors potentially gain market share through supe-
rior online activities.
• Budget is wasted as different parts of an organisation experiment with using different
techniques and martech suppliers without achieving economies of scale.
• New online value propositions for customers are not developed since the internet is
treated as ‘just another channel to market’ without review of opportunities to offer
improved, differentiated online services.
• Results from digital marketing are not measured or reviewed adequately, so actions can-
not be taken to improve effectiveness.
• An experimental rather than planned approach is taken to using e-communications, with
poor integration between online and offline marketing communications.
Research by Smart Insights (2021) investigated the challenges of managing digital market-
ing. It was found that many businesses do face challenges in these areas:
• Planning. Nearly half (48 per cent) of businesses surveyed do not have a defined digi-
tal plan or strategy although they are active in digital marketing, while more than half
(63 per cent) also don’t have a clearly defined integrated marketing communications
strategy to align against.
• Organisational capabilities. Many businesses either have already introduced (27 per cent)
or were planning to introduce (35 per cent) a digital transformation programme, although
a substantial proportion (25 per cent) of businesses don’t think it’s relevant for them.
• Integration of digital channels into marketing. The survey also asked respondents
to rate the maturity of their digital marketing across the customer lifecycle on a five-
point scale. The majority of businesses were in categories 1 to 5. For example, for
achieving sales online and/or offline, 68 per cent of businesses rated themselves at a
maturity level of 1 or 2, while only 11 per cent rated themselves at the higher maturity
level of 4 or 5.
Given the future importance of digital marketing and new entrants that are digital
disruptors, larger organisations have introduced digital transformation programmes to help
manage these challenges. The approach has been discussed by many management consult-
ing groups, for example MIT Center for Digital Business and Capgemini Consulting (2011)
and Solis (2014).
Solis (2014) produced a visual proposing enablers and barriers to digital transformation
(Figure 1.4). It shows how disruptive digital technologies such as social media, mobile plat-
forms and real-time marketing should be harnessed to create an effective digital customer
experience. McKinseys’s 7Ss remain a useful framework for reviewing an organisation’s
existing and future capabilities to meet the challenges posed by the new digital channels (as
shown in Table 4.7).
A strategic framework for developing a digital marketing
strategy
To realise the benefits of digital marketing and avoid the pitfalls that we have described,
an organisation needs to develop a planned, structured approach. Consequently, this text
defines a strategic approach to digital marketing that is intended to manage these risks
and deliver the opportunities available from online channels. In Figure 1.5 we suggest a
process for creating and implementing a strategic digital marketing plan that is based
on our experience of strategy definition in a wide range of companies. This diagram
highlights the key activities and their dependencies that are involved for the creation of
a typical digital marketing strategy, and relates them to coverage in different chapters
in this text.
Another random document with
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would carry. He dangled his legs from the springboard and said the
red-headed fellow from Ohio didn’t stand a chance. His imagination
overcame the obstacle of non-membership and he became the voice
and spirit of the troop—his troop.
“Do you mean to tell me,” he demanded, “that they—we—I mean
they—can’t beat everybody because don’t we live in Bridgeboro
where there’s a river and we all have canoes—except a few that
haven’t?”
“They’re born with paddles in their mouths,” said a Virginia scout.
“And oars!” Pee-wee shouted.
It went to Brent Gaylong’s heart to see Pee-wee trudging down
from the Ravens’ cabin night to go to bed in the pavilion dormitory.
He might have stayed on cabin hill but only one full patrol could bunk
in a cabin. Pee-wee never questioned the camp rules or the rules of
the scout organization. “Gee whiz, they’re good rules all right,” he
said. And he never overstepped the privilege of a non-member. That
was the pathetic part of it. He watched them wistfully when they
voted, contented, happy, just to be among them.
Just in proportion as he made a pathetic picture, just in that same
proportion did Billy Simpson become more and more an object of
tolerant contempt. If he had made the little sacrifice in the matter of
the canoe it would not have been so bad, but now they were ready
enough to think ill of him, reasonably or not. And often their dislike
was without reason, for indeed he was as much a member of the
Raven Patrol as any other Raven was.
If there was any criticism in that matter Artie Van Arlen should
have borne it. It is only fair to Artie to say that from the day he
summoned Billy Simpson from Bridgeboro, he was friendly to him,
and fair to him, and seemed to believe in him. He did not study him,
as Brent might have done, because it was not given to him to do
that. But he treated him with a wholesome cheerfulness and with the
same fraternal air which characterized his demeanor toward all. If he
was disappointed he did not say so. If he had expected Billy to bring
honors, merit badges, to the patrol he renounced that hope amiably.
He was a pretty good all-around sort of a fellow, was Artie.
 The camp assistant, young Mr. Slade, spoke to him one day. “You
know, Van, this is an impossible situation,” said he; “Pee-wee’s a
Raven. You’re taking liberties with nature, you fellows are.”
“It can’t be helped now,” said Artie; “besides I’m not worrying and
I’ll tell you why. Do you want to know?”
“Go ahead, shoot.”
“Pee-wee doesn’t belong to the Boy Scouts of America. The Boy
Scouts of America belong to Pee-wee. Just wait till he gets back
home. You’re not afraid he’s going to drift away, are you?”
“Well, it knocks me clean to see him,” said Slade.
“You and old Doc. Gaylong ought to camp under a weeping willow,
you’re so tender-hearted. How about the race?”
“Nothing about it,” said Slade; “except everything’s ready, and
Connie Bennett is going to win it.”
“Sure thing?”
“That’s what Pee-wee says,” said Tom. “He says we’ve won it
already.”
“Well, to-morrow’s the day,” said Artie cheerily. “Pee-wee says if
the cup gets away from us, he’ll never look Mary Temple in the face
again. But he’ll accept an ice cream soda from her.”
 CHAPTER XXXI—THE SAND-BAG
The regatta was always the big event of the season at Temple
Camp. Pee-wee always had to suck lemon drops for several days
succeeding it to ease the huskiness in his throat. Sometimes he
continued sucking them for several weeks, for a scout is nothing if
not thorough.
The institution of the regatta (and the lemon drops) dated from the
season when pretty Mary Temple, daughter of the camp’s founder,
had offered the silver cup. A Rhode Island troop had won it, then it
had passed to a Pennsylvania troop, and then to the Bridgeboro
Troop. The Bridgeboro scouts took a particular pride in keeping it
because Bridgeboro was the home town of the Temples.
Each troop chose its challenger or defender by its own process of
selection, paying a certain regard to the claims of its patrols.
Naturally the merit badge for Athletics, or for Physical Development,
or for Seamanship, would imply eligibility for the honor of challenger
or defender. And these things counted in the selection.
Particularly had they counted in the selection of Connie Bennett of
the Elk Patrol for defender. How much they really counted in a race
was another question. Also, as in the selection of a presidential
candidate the claims of the states have to be considered, so in this
business the patrols had to be considered, and it was now
considered to be the Elk Patrol’s turn. Thus Connie Bennett had
been put forward.
There was no complaint about this and no anxiety, but there was
just a little undercurrent of feeling (which Pee-wee could not
browbeat out of the troop’s mind) that the cup was not quite so
secure upon its little velvet box as they could wish it to be.
A course was marked around the lake by long poles driven in
about fifteen to eighteen feet from shore. Some of them had to be
pretty long to reach the bottom. They were saved from year to year.
A heavy cord was carried around the lake caught at each of these
poles and from this cord hung troop and patrol pennants at intervals
all the way round. The whole thing made a very festive and inspiring
sight. The cup race (always a canoe event because Mary Temple
thought that canoes were scoutish, being of Indian origin) consisted
of one complete round of the lake. There were other races of course;
comic events, tub races and the like.
I wish to tell you of this thing just as it occurred for it is talked of at
Temple Camp whenever scouts get around a camp-fire. And in a
sense it has never been fully explained.
Mary Temple, with her parents, came up from Bridgeboro by auto,
reaching camp early in the afternoon. They received an ovation as
usual. Mary was exceedingly pretty and looked the more so because
of the color which the breeze had blown into her cheeks. She
reached down out of the car and shook hands merrily with Connie
Bennett and handed Pee-wee an enormous box of peanut brittle,
which caused much laughter.
“Oh, I know you, too,” she said, reaching out her hand to Billy
Simpson who lingered in the background. “I often see you in
Bridgeboro.”
Billy Simpson seemed greatly embarrassed, and he never looked
quite so much alone as he did then, for all the clamor ceased as she
shook his hand, and the throng fell back silent. There was nothing
intentional in this; it just happened that way. But one or two scouts
noticed that Simpson was more perturbed and shy than the very
commonplace little incident seemed to warrant. He just stared at
Mary Temple and did not take his eyes from her. Brent Gaylong said
afterward that there was something in his eyes, he did not know
what, but that he seemed like one possessed....
He was not seen again until the time of his destiny. A tub race
took place, a graceful affair in which all the participants fell in the
water. This was followed by a swimming race, and a couple of boat
races. Next followed a race of several canoes. And then the event of
the day.
The scout who had wriggled his way to the position of challenger
was a red-headed fellow from the Middle West. Pee-wee loathed him
for no other reason than that he dared to try for the cup.
 He was lithe and slender, and had a rather attractive way of
holding his head. He looked the young athlete through and through
and there was a kind of aggressiveness about him such as to
disconcert an opponent. His troop seemed very proud of him. He did
not show off exactly, but his manner was such as to make one think
he took his victory for granted. A little deference to his opponents
would have been more becoming. Having seated himself in his
canoe and his companion being seated also, he waited at the float
with a blasé air of patience as if he were anxious to get the thing
over with.
This cut and dried assurance was in marked contrast with
Connie’s demeanor, which was modest and painfully nervous. The
throng, gathered about the float and alongshore for many yards on
either side, cheered as he stepped into his canoe and nervously
accepted the paddle that was handed him.
A silent, solitary figure in a black sweater stood upon the float
near Mr. Currie, the starter. He gazed out across the lake, seeming
very nervous. He seemed to be trying to concentrate his eyes and
thoughts on something quite removed from the scene about him.
One might have fancied something exalted, spiritual, in his aspect,
but the coarse, black sweater and rather hulking shoulders, spoiled
that.
“This your sand-bag?” Mr. Currie asked. He meant nothing
disrespectful. It was just the name used for the one going to steady
the canoe. But there was a tittering here and there in the crowd as
the figure in the black sweater stepped into the bow of Connie’s light,
bobbing little craft and sat hunched up there.
No one thought of him again. They were thinking of pleasanter
things....
 CHAPTER XXXII—SOMETHING BIG
The two canoes glided forward abreast. It was a good start. A
chorus of cheers went up from the crowd near the float and was
taken up by the groups which dotted the shore for the distance of
half way round the lake.
The inner side of the course was lined with canoes and rowboats,
and even Pee-wee’s ship, the Hop-toad, had been dislodged and
floated to the cord line and anchored. A group of scouts upon it
cheered themselves hoarse. Goldenrod Cove was filled with canoes.
But the preferable stand was at the float where the race began and
would end. Here a great throng waited, and on its outskirts scouts
sprawled upon the grass, perched upon the roofs of shacks, and
crowded on the diving-board till it almost broke with their weight.
Here the judges waited. Here the string was stretched low across the
course to be snapped asunder by the gliding bow of the victor.
Across the course, at intervals, scout officials rested on their oars
and waited, watchful for violations of the rules.
The green canoe of the red-headed scout crept ahead a yard—
two yards—three yards. Connie strained every muscle and, in his
apprehension as the distance between the canoes widened, he fell
to using shorter strokes. The shorter stroke seems to keep time with
the beating heart; it looks like speed and feels like speed; it is
hustling. It is hard for the amateur to believe that calmness and the
long, mechanically steady stroke, are the only things to depend on.
“Make your stroke longer, not shorter whatever you do,” said
Simpson.
“I’ll take care of it,” said Connie, breathing heavily.
Simpson caught the rebuke and sat silent, watching
apprehensively. Connie seemed to think that his speed would be
proportioned to his frantic exertion and he was surprised to see the
distance between the two canoes widening. His spectacular efforts
were received with applause for action is what the multitude likes,
and that strengthened Connie’s confidence in his method, which was
no method at all. He gained a little (for a spurt will always accomplish
that) but he lost in fatigue what he gained in distance.
“Don’t look at him,” Simpson pled anxiously. “It would be better if
you were rowing, then you couldn’t see him. Bend way forward,
reach out your lower hand—”
“Who’s doing this?” Connie panted. “Don’t—don’t—don’t—don’t
you—you—know what you’re—you’re here for?”
The look of hurt pride on Simpson’s face turned to one of grim
disgust and accusation. He saw the green canoe a couple of lengths
ahead, and saw flags waving, heard the deafening cheers all about
him. He was not shy or fearful now.
“Can’t you guess what I’m here for?” he said, between his teeth.
“It’s so that the kid’s troop will win. It’s because I knew you’d go to
pieces. Don’t look at the crowd, you fool! Bend forward—far—”
“I—I can’t,” Connie panted, releasing one hand long enough to
press his side. The fatal kink had come, as it is pretty sure to do in
erratic striving combined with frantic fear and excitement.
“Shall I take it?” he heard.
“You?” he said, surprised. “You can’t—anyway—it—it—wouldn’t
be a race—they’d—they’d—”
In a sudden, abandoned frenzy of striving, Connie brought his
canoe within a length of the other. In its way it was a feat, but it spent
his last ounce of energy and left his side hurting as if he had been
stabbed. Encouraged by the cheering he drove his paddle into the
water with a vertical force that eased his panic fears, but had no
effect upon his progress. The canoe seemed to halt and jerk like a
balky horse.
Now he heard the deafening cheers as in a kind of trance.
“Walk away from him, Red!”
“You’re losing him! Keep it up!”
“Step on it, Red!”
“Give her the gas!”
“Let her out, Red!”
“Oh boy, watch him step!”
 “All over but the shouting!”
Not quite, oh crowd. As Connie Bennett’s hand left the paddle to
press his agonized side, he felt another gently take it from him. What
next happened he felt rather than saw. He heard deafening cheers
interspersed with cries of “No fair!” And then derisive shouts and cat
calls. He felt the right side of the canoe dip until his trembling hand
which grasped the gunwale felt the cooling touch of the water.
He was conscious of a form crawling past him. He heard a voice,
hoarse and tense it seemed, urging him to move forward. It all
happened as in a vision. The shouting, the cries of surprise and
derision, sounded far away, like echoes.
He was better now, but his heart was thumping; he had almost
fainted. He saw a rowboat with an official pennant very near. He saw
canoes across the course line. He saw Billy Simpson in the stern of
the canoe; not sitting, not kneeling, but sort of crouching. He looked
strange, different....
“You can’t do that,” the man in the rowboat said.
“Let’s finish anyway,” said Simpson; “I’ll take a handicap that will
shut their mouths. After that if they want to call it off, let them do it.”
He had already grasped the paddle in a strange fashion; his left
arm seemed to be wound around it and his elbow acted as a sort of
brace. The other hand he held above his head, grasping his hat (the
ordinary scout hat) so that all might see. The shorter reach which
this one handed paddling enforced was made up by the lightning
movement of his body back and forth in the canoe. For a moment
the crowd laughed in derision. But as the white canoe of the
Bridgeboro Troop shot forward, those who hooted paused in gaping
amazement.
Now his bow was close upon his rival’s stern. Now it was abreast
of the red-headed figure. Now past it, and clear of the green bow.
The red-headed scout was too proud to complain of a one-armed
rival. And his troop comrades could not see him sheltered by any
rule or custom in the face of such a phenomenal display.
Steadily, steadily, the white canoe glided forward. The reach of the
red-headed paddler was extended. But he could not vie with that
human shuttle which worked with the monotonous steadiness of
machinery. He seemed disconcerted by the mere dull regularity of
that relentless engine just ahead of him.
BILLY SIMPSON WON THE RACE WHILE PADDLING WITH ONE HAND.
 They came in sight of the float two lengths apart. The distance
increased to three lengths. The crowd went wild with excitement.
Amid a perfect panic of yells including weird calls of every patrol in
camp, the white canoe swept abreast of the float, snapped the cord
and danced along to the curving shore beyond the finish.
It was in that moment of tumult and clamor, amid the waving of
flags and scarfs, and a medley of patrol calls which made the
neighborhood seem like a jungle, that Pee-wee Harris, forgetting
himself entirely, hurled piece after piece of peanut brittle after the
receding victor, which action he later regretted and dived here and
there to recover these tribute missiles. But alas, they were gone
forever.
 CHAPTER XXXIII—AND SOMETHING BIGGER
But the Mary Temple cup was safe upon its little velvet pedestal.
There was only one name upon the lips of all, now. But he heard
the shouts only in a sort of trance. He heard his name called, and it
sounded strange to him to hear his name—Billy Simpson—shrieked
by the multitude. It sounded like a different name, somehow. He
could not face them—no, he could not do that. And no one saw him.
No one saw him as he crept up through the bushes far from the
screaming, howling, clamorous, worshipping crowd. No one saw him
as he sped around the edge of camp and past Outpost Cabin where
his own name echoed against the dead, log walls. His own name! No
one saw him as he climbed up through the woods to Cabin Hill. Yes,
one person saw him. A tenderfoot scout who thought more of some
bobolink or other than of the race, saw him. He was gazing up into
the tree, a small lonely figure, when the victor, the hero, sped by. It
seemed to him that the fleeing figure spoke to him; anyway, it spoke.
“Tell her—tell her I couldn’t have done it if she hadn’t been
watching me.”
The tenderfoot scout did not know whom he was speaking of, so
no one was ever told anything. He thought the fleeing figure in the
black sweater might be a thief.
Reaching the Ravens’ cabin, the victor paused just a second, and
listened to the spent sound of the cheering down at the shore. Then
he fell to ransacking his suitcase for a writing tablet. He had no duffel
bag, for you see he was only a new scout. He had come hastily, with
heart beating high.
Upon his writing tablet he scrawled a few lines, and left the whole
tablet, with a stone for a weight, upon the stump outside. He had
stood by that stump when he had taken the scout oath. His one
frantic fear was that Brent Gaylong would amble along and show him
that what he was going to do was all wrong; call him a quitter.
 A sound! No—yes! No, it was only the breeze in the quiet trees.
He gathered together his few poor belongings, then paused for a
last glimpse at the note.

Tell Gaylong I don’t bother with little things. Tell Pee-wee

Harris the cup is safe till next summer anyway. Tell him his place
is open in the patrol because I’m through. He knows what fixing
means, because he’s a fixer. So tell him I fixed it. He’s the best
little scout that ever was—he’s my idea of a scout.

Then he was gone. He hurried up through the woods and waited

for the bus. He had to carry his suitcase continuously in his right
hand, because his left hand and arm were nearly numb. The driver
had to help him up into the bus, he was so stiff and lame.
As he sat in the seat, nursing his stinging hand, and saw the
beautiful Catskill country, the wide fields where the men were cutting
hay, the woods through which the scout trails ran, the distant smoke
arising from the cooking shack at Temple Camp, the whole episode
of his coming, of his triumph and of his going away seemed like
happenings in a wonderful dream....
THE END
*** END OF THE PROJECT GUTENBERG EBOOK PEE-WEE
HARRIS IN CAMP ***

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